Scrum is an agile framework for managing product development that has gained popularity in recent years. It involves short development cycles called sprints that typically last 2-4 weeks, as well as daily stand-up meetings and sprint reviews and retrospectives. Surveys show Scrum is one of the most commonly used development methodologies. Studies also indicate that organizations see improvements in productivity, reduced bugs, faster time to market, and lower costs after implementing Scrum. However, a successful Scrum implementation requires clear roles, empowered self-organizing teams, and management buy-in to adapt to this different way of working.
15. WATERFALL
• Forte dépendance entre phases
• Processus très sécurisé,
administré
• Importance de l’analyse initiale
• Risque
• Valeur réalisée à la fin uniquement
16. ITERATIVE WATERFALL
• Succession de sprints waterfall
• Pas de valeur si le sprint n’est pas
fini
• Estimation totale de l’effort?
• ≃ Pragmatic scrum?
19. Figure 1 Agile Is Organizations’ Primary Development Approach
“Please select the methodology that most closely reflects
the development process you are currently using.”
(select only one)
Scrum 10.9%
Agile Modeling 6.0%
Feature-driven development (FDD) 3.8%
Test-driven development (TDD) 3.4%
eXtreme Programming (XP) 2.9%
Lean development 2.1% Agile, 35%
Microsoft Solutions Framework (MSF) for Agile 1.8%
Agile Data Method 1.6%
Adaptive Software Development (ASD) 1.3%
Six Sigma 0.9%
Crystal 0.3%
Behavior-driven development (BDD) 0.2%
Dynamic Systems Development Method (DSDM) 0.2%
Do not use a formal process methodology 30.6%
Iterative development 16.3%
Rational Unified Process (RUP) 2.7% Iterative, 21%
Spiral 1.6%
Waterfall 8.4%
Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13%
ISO 9000 2.5%
Base: 1,298 IT professionals
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
56100 Source: Forrester Research, Inc.
POPULAIRE
20. Figure 1 Agile Is Organizations’ Primary Development Approach
“Please select the methodology that most closely reflects
the development process you are currently using.”
(select only one)
Scrum 10.9%
Agile Modeling 6.0%
Feature-driven development (FDD) 3.8%
Test-driven development (TDD) 3.4%
eXtreme Programming (XP) 2.9%
Lean development 2.1% Agile, 35%
Microsoft Solutions Framework (MSF) for Agile 1.8%
Agile Data Method 1.6%
Adaptive Software Development (ASD) 1.3%
Six Sigma 0.9%
Crystal 0.3%
Behavior-driven development (BDD) 0.2%
Dynamic Systems Development Method (DSDM) 0.2%
Do not use a formal process methodology 30.6%
Iterative development 16.3%
Rational Unified Process (RUP) 2.7% Iterative, 21%
Spiral 1.6%
Waterfall 8.4%
Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13%
ISO 9000 2.5%
Base: 1,298 IT professionals
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
56100 Source: Forrester Research, Inc.
POPULAIRE
21. Figure 1 Agile Is Organizations’ Primary Development Approach
“Please select the methodology that most closely reflects
the development process you are currently using.”
(select only one)
Scrum 10.9%
Agile Modeling 6.0%
Feature-driven development (FDD) 3.8%
Test-driven development (TDD) 3.4%
eXtreme Programming (XP) 2.9%
Lean development 2.1% Agile, 35%
Microsoft Solutions Framework (MSF) for Agile 1.8%
Agile Data Method 1.6%
Adaptive Software Development (ASD) 1.3%
Six Sigma 0.9%
Crystal 0.3%
Behavior-driven development (BDD) 0.2%
Dynamic Systems Development Method (DSDM) 0.2%
Do not use a formal process methodology 30.6%
Iterative development 16.3%
Rational Unified Process (RUP) 2.7% Iterative, 21%
Spiral 1.6%
Waterfall 8.4%
Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13%
ISO 9000 2.5%
Base: 1,298 IT professionals
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
56100 Source: Forrester Research, Inc.
POPULAIRE
22. Figure 1 Agile Is Organizations’ Primary Development Approach
“Please select the methodology that most closely reflects
the development process you are currently using.”
(select only one)
Scrum 10.9%
Agile Modeling 6.0%
Feature-driven development (FDD) 3.8%
Test-driven development (TDD) 3.4%
eXtreme Programming (XP) 2.9%
Lean development 2.1% Agile, 35%
Microsoft Solutions Framework (MSF) for Agile 1.8%
Agile Data Method 1.6%
Adaptive Software Development (ASD) 1.3%
Six Sigma 0.9%
Crystal 0.3%
Behavior-driven development (BDD) 0.2%
Dynamic Systems Development Method (DSDM) 0.2%
Do not use a formal process methodology 30.6%
Iterative development 16.3%
Rational Unified Process (RUP) 2.7% Iterative, 21%
Spiral 1.6%
Waterfall 8.4%
Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13%
ISO 9000 2.5%
Base: 1,298 IT professionals
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
56100 Source: Forrester Research, Inc.
POPULAIRE
23. Figure 1 Agile Is Organizations’ Primary Development Approach
“Please select the methodology that most closely reflects
the development process you are currently using.”
(select only one)
Scrum 10.9%
Agile Modeling 6.0%
Feature-driven development (FDD) 3.8%
Test-driven development (TDD) 3.4%
eXtreme Programming (XP) 2.9%
Lean development 2.1% Agile, 35%
Microsoft Solutions Framework (MSF) for Agile 1.8%
Agile Data Method 1.6%
Adaptive Software Development (ASD) 1.3%
Six Sigma 0.9%
Crystal 0.3%
Behavior-driven development (BDD) 0.2%
Dynamic Systems Development Method (DSDM) 0.2%
Do not use a formal process methodology 30.6%
Iterative development 16.3%
Rational Unified Process (RUP) 2.7% Iterative, 21%
Spiral 1.6%
Waterfall 8.4%
Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13%
ISO 9000 2.5%
Base: 1,298 IT professionals
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
56100 Source: Forrester Research, Inc.
POPULAIRE
27. Amélioration perçue suite à l’implémentation de Scrum
0 % 22.500 % 45.000 % 67.500 % 90.000 %
Amélioration de la productivité
Réduction des bugs
Mise en production plus rapide
Coût réduit
RÉSULTATS
31. Mariage Voyage
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Organisation personelle
Cer veau
TODOS
Construction
Année scolaire
Carrière
COMPANY
32. Mariage Voyage
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Organisation personelle
Cer veau
TODOS
Construction
Année scolaire
Carrière
COMPANY
33. Mariage Voyage
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Organisation personelle
Cer veau
TODOS
Construction
Année scolaire Unités temporelles du
Carrière cerveau:
- Heure
- Jour
- Semaine
- Mois
COMPANY
50. LES ÉTAPES
1. Meeting quotidien
2. Scrum avec découpage par directeur de produit
3. Scrum avec découpage par équipe
4. Apprentissage des métriques et auto gestion
51. LES ÉTAPES Social Scrum
1. Meeting quotidien
2. Scrum avec découpage par directeur de produit
3. Scrum avec découpage par équipe
Pragmatic
Social Scrum
Scrum
4. Apprentissage des métriques et auto gestion
Pure Scrum
59. QUELQUES
RÉFÉRENCES
➡The Machine That Changed the World: The Story of Lean Production - WOMACK
➡The Mythical Man Month and Other Essays on Software Engineering - BROOKS
➡Agile Retrospectives: Making Good Teams Great - DERBY
➡Scrum : le guide pratique de la méthode agile la plus populaire - AUBRY
➡Scrum and XP from the Trenches - KNIBERG (free on web)
➡3 Scrum Types <http://yusufarslan.net/3-scrum-types> - Yusuf Arslan
Les quatre valeurs fondamentales Agiles sont de valoriser2&#xA0;:\nLes individus et leurs interactions plus que les processus et les outils.\nDes logiciels op&#xE9;rationnels plus qu&#x2019;une documentation exhaustive.\nLa collaboration avec les clients plus que la n&#xE9;gociation contractuelle.\nL&#x2019;adaptation au changement plus que le suivi d&#x2019;un plan.\n\n
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1975 - 1990\nSeulement, n&#x2019;importe quel but n&#x2019;a pas ces effets. Les buts les plus efficaces pour la performance partagent quatre caract&#xE9;ristiques.\n1) &#xA0;Les buts difficiles et sp&#xE9;cifiques conduisent &#xE0; de meilleures performances (avoir un 19 en psychologie sociale des organisations) que l&#x2019;absence de buts ou des buts vagues (&#x201C; faire de son mieux &#x201D;). Mais attention, les buts doivent rester r&#xE9;alisables (ce qui ne veut pas dire qu&#x2019;ils doivent forc&#xE9;ment &#xEA;tre atteints) \n2) &#xA0;Un fort engagement dans le but fix&#xE9; augmente la performance (attention, il existe des variations culturelles, dans les soci&#xE9;t&#xE9;s orientales, les buts fix&#xE9;s sont mieux accept&#xE9;s que les buts choisis). \n3) &#xA0;Afin d&#x2019;influencer la performance, les buts doivent donner lieu &#xE0; des feedbacks sp&#xE9;cifiques et r&#xE9;guliers. \n4) &#xA0;Il ne doit pas y avoir d&#x2019;obstacles &#xE0; la r&#xE9;alisation des buts. \n\n